宁海县服务业发展规划Title

1、Total Rewards and CompensationTotal RewardsMonetary and non-monetary rewards used to attract, motivate, and retain employeesRewards System Strategic ObjectivesLegal complianceCost effectivenessInternal and external equity for employeesRecognizing contribution to maximize performance and manage talen

2、tqq群发 ：/esdqf.Compensation ApproachesTraditional ApproachTotal Rewards ApproachCompensation primarily base payBonuses for executives onlyFixed benefits tied to seniorityPay grade progression based on organizational promotionsOne organization-wide pay plan for all employeesVariable pay used with base

3、 payAnnual/long-term incentives provided to all employeesFlexible and portable benefits offeredKnowledge-based broadbands determine pay gradesMultiple pay plans consider job family, location, and business units.Total Rewards Components.Compensation Philosophies.HR Metrics for Compensation.Typical Di

4、vision of HR Responsibilities: Compensation.Compensation System Design IssuesFairness Internal EquityProcedural DistributiveInteractionalExternal EquityPrivacyTransparency.Market Competitiveness and CompensationLead the marketMeet the marketLag the market.Compensation Quartile Strategies.More Compen

5、sation System Design IssuesIdentification of the required competenciesProgression and compensation of employeesLimitations on who can acquire more competenciesTraining in the appropriate competenciesCertification and maintenance of competenciesCompetency-Based Pay Systems.More Compensation System De

6、sign IssuesTeamHow to develop compensation programs that build on the team concept.IndividualHow to compensate the individuals whose performance may also be evaluated on team achievements.Individual vs. Team Rewards.Possible Components of Global Employee Compensation.Legal Constraints on Pay Systems

7、Minimum wageChild labor Exempt vs. nonexempt statusOvertime.Exempt Status Under the FLSA.Compensation for Overtime WorkCommon Overtime IssuesCompensatory Time OffIncentives for Non-exemptsTraining TimeTravel Time.Legislation Affecting CompensationCompensation and the LawDavis-Bacon ActWalsh-Healy Ac

8、tMcNamara-OHara ActEqual Pay Act of 1963 and Pay EquityState and Local LawsGarnishment Laws.Compensation Administration ProcessPay StructurePay gradesPay ranges.Valuing Jobs with Job Evaluation MethodsJob EvaluationMeans used to identify the relative worth of jobs within an organization.Compensable

9、FactorJob value common among a group of jobs.Something for which an organization chooses to compensate an employee.Examples of Compensable Factors for Different Job Families.Job Evaluation MethodsJob Evaluation MethodsPoint MethodRanking MethodClassification MethodFactor-Comparison Method.Job Evalua

10、tion MethodsPoint methodRanking methodClassification methodFactor-comparison method.Valuing Jobs Using Market PricingMarket PricingUsing market data to identify the relative value of jobs based on what other firms pay for similar jobs.AdvantagesDisadvantagesTies organizational pay levels to the exte

11、rnal job market, without “internal job evaluation distortion.Communicates to employees that the compensation system is “market linked.It relies on market survey data.A specific job may differ from a “matching job in the survey.The market datas scope (range of sources) is a concern.Tying pay levels t

12、o market data can lead to wide fluctuations.Pay SurveysCollection of data on compensation rates for workers performing similar jobs in other organizations.Benchmark JobsJobs found in many organizations.Internet-Based Pay Surveys.Pay StructuresJob FamilyGroup of jobs with common organizational charac

13、teristics.Common Pay StructuresHourly and salariedOffice, plant, technical, professional, managerialClerical, information technology, professional, supervisory, management, and executivePay GradesGroupings of individual jobs having approximately the same job worth.Compensation Administration Process

14、.More on Pay StructuresMarket BandingGrouping jobs into pay grades based on similar market survey amounts.Market LineShows relationship between job value as determined by job evaluation points and job value based on pay survey rates.Shows distribution of pay for surveyed jobsLinear trend line to be

15、developed by the least-squares regression method.Market-Banded Pay Grades Example (Bank)*Computed by averaging the pay survey summary data for the jobs in each pay grade.Example of Pay Grades and Pay Ranges.Pay RangesBroadbandingUsing fewer pay grades having broader pay ranges that in traditional sy

16、stems.BenefitsEncourages horizontal movement of employeesIs consistent with trend towards flatter organizationsCreates a more flexible organizationEncourages competency developmentEmphasizes career development.Individual PayRates Out of RangeRed-Circled EmployeeAn incumbent (current jobholder) who is paid above the range set for the job.Green-Circled EmployeeAn incumbent who is paid below the range set for the job.Pay CompressionPay differences among individuals with different levels of experience and performance in t